PROVINCE OF SASKATCHEWAN ANNUAL REPORT MINISTRY OF HEALTH

Transcription

1 PROVINCE OF SASKATCHEWAN ANNUAL REPORT MINISTRY OF HEALTH

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3 Table of Contents Letters of Transmittal... 3 Introduction... 6 Alignment with the Government s Direction... 6 Organization Overview... 7 Progress in Performance Measures and Results Financial Overview Appendices Appendix I: Organizational Chart Appendix II: Summary of Saskatchewan Ministry of Health Legislation Appendix III: Legislative Amendments Appendix IV: Regulatory Amendments in Appendix V: Saskatchewan Ministry of Health Directory of Services Appendix VI: Acronyms and Definitions This annual report is also available online from the Ministry of Health website at 1

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5 Letter of Transmittal - Minister June 29, 2011 The Honourable Dr. Gordon L. Barnhart, S.O.M., Ph.D. Lieutenant Governor of Saskatchewan May it Please Your Honour: We respectfully submit, for your consideration, the annual report of the Ministry of Health for the fiscal year ending March 31, The Ministry of Health is committed to providing quality health care to the people of Saskatchewan by achieving a responsive, integrated, efficient, patient- and family-centered health care system. We have made significant progress in achieving our mandated commitments, as well as health sector priorities, which include reducing surgical waiting times, retaining and recruiting health care professionals, improving the effectiveness and efficiency of the health system, and enhancing access to health care. Highlights of Ministry of Health activity in include: significant progress by the Saskatchewan Surgical Initiative in reducing waiting times for patients as we work to meet our 2014 goal of ensuring that no surgical patient waits more than three months for surgery. In its first year, the Surgical Initiative reduced the number of patients waiting more than 18 months by 57 per cent and the number waiting more than 12 months by 37 per cent. Patient pathways and surgical checklists translated into shorter wait times for patients and improved surgical processes; supporting recruitment and retention of more physicians in Saskatchewan through increased physician training seats and physician residency opportunities, as well as a Saskatchewanbased assessment process for International Medical graduates was piloted; improved quality and safety outcomes for patients and providers through the introduction of Lean and Releasing Time to Care TM initiatives in the Ministry and across the health system; the expansion of emergency medical services through helicopter service in cooperation with STARS, the Shock Trauma Air Rescue Service program; and through the partnership and cooperation of many stakeholders, the Autism Spectrum Disorder Framework and Action Plan was launched, the Saskatchewan HIV Strategy, and the Tobacco Reduction Strategy (including amendments to The Tobacco Control Act) were developed and work began on each. 3

6 Government is committed to increased accountability, honouring commitments, and responsibly managing expenditures. We continue to work on improving our health care system through the provision of exceptional service to the people of Saskatchewan, consistent with best practices and customer expectations. This document reports on our success in meeting the actions laid out in the Ministry Plan for Respectfully submitted, Don McMorris Minister of Health 4

7 Letter of Transmittal - Deputy Minister June 29, 2011 The Honourable Don McMorris Minister of Health On behalf of Ministry staff, I have the honour of submitting the annual report of the Ministry of Health. In accordance with The Department of Health Act, this report covers the activities of the Ministry for the fiscal year ending March 31, I am responsible for the financial administration and management control of the Ministry of Health and for this report. I provide assurance that the information contained within is complete, accurate and reliable. Respectfully submitted, Dan Florizone Deputy Minister 5

8 Introduction This annual report presents the Ministry of Health s activities and actions for the fiscal year ending March 31, It reports to the public and elected officials on public commitments and other key accomplishments of the Ministry. These results are provided on the publicly committed strategies, actions and performance measures identified in the Ministry Plan for This report also demonstrates progress made on Government commitments as stated in the Government Direction for , the Minister s Mandate Letter, throne speeches and other commitments. The annual report sets the stage for the planning and budgeting processes by providing an opportunity to assess the accomplishments, results and lessons learned, and identifying how to build on past successes for the benefit of Saskatchewan people. Alignment with Government s Direction The Ministry s annual report aligns with Government s vision and three goals: Our Government s Vision A secure and prosperous Saskatchewan, leading the country in economic and population growth, while providing a high quality of life for all. Government Goals Sustain economic growth for the benefit of Saskatchewan people, ensuring the economy is ready for growth, and positioning Saskatchewan to meet the challenges of economic and population growth and development. Secure Saskatchewan as a safe place to live and raise a family where people are confident in their future, ensuring the people of Saskatchewan benefit from a growing economy. Keep Government s promises and fulfill the commitments of the election, operating with integrity and transparency, accountable to the people of Saskatchewan. Together, all ministries and agencies support the achievement of Government s three goals and work towards a secure and prosperous Saskatchewan. 6

9 Organization Overview Through leadership and partnership, the Ministry of Health is committed to providing high-quality health care to the people of Saskatchewan through a responsive, efficient, and patient- and family-centered health care system. The Ministry s priority is a health system that puts patients and families first and provides the best possible health care. The health care system in Saskatchewan is multi-faceted and complex. To ensure the provision of essential and appropriate services, the Ministry establishes provincial strategy and policy direction, sets and monitors standards, and provides funding. The Ministry oversees a health care system that includes 12 regional health authorities (RHAs), the Saskatchewan Cancer Agency (SCA), the Athabasca Health Authority, affiliated health care organizations and a diverse group of professionals, many of whom are in private practice. There are 26 selfregulated health professions in the province and the health system as a whole employs more than 38,000 people who provide a broad range of services. The Ministry supports the RHAs, SCA and other stakeholders to recruit and retain health care providers, including nurses and physicians. The Ministry also works in partnership with organizations at the local, regional, provincial, national and international levels to provide Saskatchewan residents with access to quality health care. In Canada, the federal and provincial governments both play a major role in the provision of health care. The federal government provides funding to support health through the Canada Health Transfer. The federal government also provides health services to certain segments of the population, (e.g. veterans, military personnel and First Nations people living on reserve). Provincial governments are responsible for most other aspects of health care delivery. The Ministry is responsible for approximately 50 different pieces of legislation (see appendix II). The Ministry is committed to encouraging and assisting Saskatchewan residents in achieving their best possible health and well-being. To that end, Ministry activities include: Providing leadership on strategic policy; Setting goals and objectives for the provision of health services; Allocating funding and leading financial planning for the health system; Providing provincial oversight for programs and services, including acute and emergency care, community services and long-term care; Monitoring and enforcing standards in privately delivered programs such as personal care homes; Administering public health insurance programs such as the Saskatchewan Medical Care Insurance Plan; Delivering the Saskatchewan Prescription Drug Plan; Providing communicable disease surveillance, prevention and control through the Saskatchewan Disease Control Laboratory to identify, respond to and prevent illness and disease in our province; and, Providing leadership on health human resource issues, via initiatives like the Physician Recruitment Strategy. (continued) 7

10 Organization Overview The Ministry s full-time equivalent (FTE) complement in totaled FTEs, 26.9 FTEs below the Ministry s budgeted complement of The variance is primarily the result of vacancy management. As shown in the following chart, the Ministry of Health has reduced the total number of FTEs over the last four years. Ministry of Health FTE Actual Results Fiscal Years Actual FTEs In , the Ministry was re-organized into: Specialized Programs; Community and Primary Health; and Strategy and Performance Management. The Saskatchewan Surgical Initiative; Communications Branch; and Quality and Process Improvement (a component of the Strategy and Innovation Branch) report directly to Deputy Minister, Dan Florizone. Restructuring the Ministry aligns work units better with key Ministry priorities and functions to enable better collaboration, accountability and break-down of silos. The re-organization was designed to strengthen the Ministry s customer/clientfocus; increase opportunities for innovation and collaboration; and, through these, transform the health care experience to make it more patient- and family-focused. Staff from the Health Information Solutions Centre in the Ministry of Health transferred to ehealth Saskatchewan when it was created in February No significant organizational changes were made. 8

11 Progress in The following information is an update on significant progress made toward meeting Government s commitments outlined in the Minister s Mandate Letter, Speeches from the Throne (December 2007, November 2008, October 2009 and October 2010), and the Budget. Together, these initiatives support Government s goal to secure Saskatchewan as a safe place to live and raise a family where people are confident in their future, ensuring the people of Saskatchewan benefit from the growing economy. Strategy Improve the individual experience by providing exceptional care and service to customers that is consistent with both best practice and customer expectations. Results Patient- and Family-centered Care The Ministry of Health allocated $1 million to support the adoption of patient- and familycentered care (PFCC) in the Saskatchewan health system. Work began by engaging leaders, health care providers and patients in the development and implementation of a provincial framework for PFCC that will serve as an overarching guide for health care service delivery in Saskatchewan. ( Budget) A draft PFCC framework was shared with health sector stakeholders, including CEOs of health regions and the Saskatchewan Cancer Agency, health profession regulatory organizations, unions, the Saskatchewan Medical Association, and patient and family advisors at the end of February The draft framework has been revised based on the comments received, and is expected to be finalized by the end of June A Shared Decision-Making (SDM) framework was in development in It will be used to inform and support health care providers in adopting shared decision-making into their practices. Shared decision-making helps patients play an active role in decisions concerning their health through two-way communication and information exchange where more than one treatment option is available. In , the Five Hills Health Region began work to support a shared decision-making pilot in their hip and knee pathway. The hip and knee pathway has been developed to improve access, flow and patient satisfaction and enable the treatment of more patients, while maintaining high standards of service. Strategy Achieve timely access to evidence-based and quality health services. Results The Saskatchewan Surgical Initiative To reduce surgical wait times and improve the quality, safety and experience for surgical patients, the Ministry of Health launched the Saskatchewan Surgical Initiative (SkSI) in March In collaboration with physicians and providers, a plan was developed to improve the patient s surgical experience across the entire continuum of care from the initial visit with a health provider, to surgery, to recovery at home. Sooner, Safer, Smarter is the health system plan to improve patients surgical experience, and reduce surgical wait times to three months by 2014 in a way that can be sustained into the future. The Budget included an investment of $10.5 million for the Saskatchewan Surgical Initiative. A further investment of $40.4 million was announced in February The majority of funding will cover the cost of additional surgeries; however, investment will continue in improving health system quality and safety. Although waits for surgery continue to be longer than ideal, significant gains have been made in the past year. 9

12 Progress in ,507 surgeries were performed from April 1, 2010 to March 31, 2011, approximately 1,700 more than the previous year. As of March 31, 2011, there were: 57 per cent fewer people waiting longer than 18 months for surgery compared to April 1, 2010 when the Surgical Initiative began, and 37 per cent fewer people waiting longer than 12 months for surgery for the same time period; 18 people waiting longer than 18 months for hip or knee replacement surgery. This is 36 per cent fewer than the previous year; and 3,188 (12 per cent) fewer patients waiting for surgery, compared to the previous year. The wait time target for Computed Tomography (CT) and Magnetic Resonance Imagining (MRI) is that no patient waits longer than 90 days for elective (non-urgent) services. The majority of health regions have met the target for CT scans and on March 31, 2011, there were: no patients waiting greater than 90 days in Cypress, Five Hills, Prairie North, PA Parkland; 14 patients waiting greater than 90 days in Saskatoon; and 227 patients waiting greater than 90 days for CT services in Regina Qu Appelle. For MRI patients, at March 31, 2011 there were 931 patients who had waited greater than 90 days, 634 in Saskatoon and 297 in Regina. Sooner Care through the Saskatchewan Surgical Initiative Efforts to shape demand, manage capacity, and eliminate the surgical backlog will help make surgery available sooner. Work is in place to: Implement clinical pathways for people with hip, knee, and spine problems so that people get the right care at the right time whether the treatment includes surgery or not; Increase surgical volumes in public hospitals and publicly-funded third-party facilities; Implement clinical practice redesign and pooled referrals in many physician offices; Maximize rural surgical capacity in hospitals in smaller cities; Improve patient flow through the health system to help ensure availability of hospital beds; Increase diagnostic volumes through efficiencies and publicly-funded third-party delivery; and, Implement a strategy to reduce the wait lists of particular surgeons who have extremely long wait times. Safer Care through the Saskatchewan Surgical Initiative Reducing errors, harm, and variation will help make the system safer for patients and providers. Activities are under way to: Implement the surgical safety checklist and medication reconciliation; Reduce surgical site infections; Develop and implement a falls prevention strategy targeting long-term care facilities; and, Expand the implementation of the Surgical Information System (SIS) to Prairie North and Five Hills RHAs. Work is also beginning in to implement the system to Saskatoon and Regina Qu Appelle Regional Health Authorities. Cypress and Prince Albert Parkland Regional Health Authorities have implemented the system. Smarter Care through the Saskatchewan Surgical Initiative Projects are focused on using a patient centered philosophy, improved population health, seamless transitions, continuous improvement, and developing workforce capacity. To achieve some of these goals: The Specialist Directory was implemented to allow physicians and the public to see a list of surgeons and their wait times; Releasing Time to Care TM is being introduced to more hospital wards to allow more time to spend in face-to-face patient care. The program puts patients at the 10

13 Progress in centre of care and empowers front line staff to make necessary changes to improve patient outcomes; Lean methodology is being used in many improvement initiatives; Improve the health of the population and reduce the need for surgery through strategies to reduce tobacco use, improve children s oral health, and achieve healthy body weights; and, The Saskatchewan Institute of Applied Science and Technology (SIAST) is doubling intake for perioperative nurse training. A pilot project to fast track nurses through the SIAST Perioperative Nursing program was initiated in Saskatoon. Funds were released in March 2011 for use in to support care after patients leave the surgical center. $1.7 million was allocated to health regions to provide additional postoperative rehabilitation services in the areas of occupational and physical therapy services and $1.4 million was allocated to enhance nursing and home care aide services through the Home Care program. Colorectal Cancer Screening The Colorectal Cancer Screening Program, piloted in the Five Hills Health Region, was expanded to include Kelsey Trail Health Region in March The Saskatchewan Formulary The Ministry added new prescription drugs to the Saskatchewan Formulary to expand the number of medications covered under the provincial drug plan and actively engaged in evidence-based national drug initiatives including the Common Drug Review, the interim Joint Oncology Drug Review and appropriate medication and utilization initiatives. The results of these initiatives are incorporated into Saskatchewan s provincial drug review process including review by the Drug Advisory Committee of Saskatchewan. New drugs or drugs with new indications are added to the Saskatchewan Formulary based on the advice of the Government s expert committee. Coverage is based on the cost effectiveness and the medical effectiveness of the drug. Of particular note in , the Ministry added two smoking cessation prescription drugs, Champix (varenicline) and Zyban (bupropion). These medications can help people quit smoking, which is consistent with prevention, protection and cessation, principles of the Tobacco Reduction Strategy. The Budget also provided a significant increase to the Saskatchewan Cancer Agency (SCA) for cancer drugs and services. Work continued to implement and refine processes related to a single evidence-based provincial drug review process to determine which drugs are eligible for provincial coverage in hospitals, the Saskatchewan Cancer Agency and via community pharmacies. Pricing of Pharmaceutical Drugs The Ministry assisted in the development of a Memorandum of Understanding (MOU) between western jurisdictions for the pricing and purchasing of pharmaceuticals. This was announced by the western premiers in June A steering committee of drug plan managers has been established and regular meetings are under way. Mental Health Services Saskatchewan offers a wide range of mental health services and the Ministry of Health is working with health regions to ensure that residents with mental health needs can access services when they need them. An overall Mental Health Strategy (Mandate Letter 2010) was not developed in Instead a plan to improve mental health services using Lean methodology was used to review processes and plan improvements in two areas: increasing access by decreasing waiting times for mental health services and addressing the continuum of care needs of complex clients. In the Ministry expanded a successful media campaign targeted at northern youth to 11

14 Progress in address the issue of suicide and depression, and increase awareness of mental health help available from Health Line and the Kids Help Phone. The 2010 campaign expanded province-wide and included a poster campaign, a provincial radio campaign, and an increased distribution of two existing comic books. The Mental Health Approved Homes Program received an enhancement of $531,000 in to address the decline in mental health approved home beds and to encourage recruitment and retention of home operators. The decline in Mental Health Approved Homes beds can be attributed to a number of factors. Chief among theses factors is that many Mental Health Approved Home operators are retiring and it is difficult to attract new operators in their place due to the current economic conditions and rising housing prices. In work focused on enhancing services in the areas of respite, after-hours crisis support, payments to operators for higher need clients and increased individualized client supports in four health regions: Prairie North, Prince Albert Parkland, Saskatoon and Regina Qu Appelle. This work will continue in This investment supports a quality, cost-effective residential service for people with mental illness which helps individuals stay in their community. In , the Ministry provided a $3.8 million operating funding increase for the Irene and Leslie Dubé Centre for Mental Health. The centre, located on the banks of the South Saskatchewan River near the Royal University Hospital, replaces two acute care sites: an 18- bed unit formerly at Saskatoon City Hospital, and a 32-bed unit located in a former nurses residence at Royal University Hospital. The new building houses 54 beds for adults, plus 10 beds in a separate section for children and youth, including a dedicated adolescent unit. The separate section provides a safe secure area for children and youth to receive care, apart from the adult population. ( Budget) The Dubé Centre provides an ideal environment for mental health patients and their families to receive care, including extended visiting hours and enhanced programming on evenings and weekends. Care for Seniors Ms. Laura Ross, Legislative Secretary Longterm Care Initiative, held consultations with RHAs, seniors organizations and stakeholders in November These consultations and the recommendations of The Patient First Review, will inform the development of the Seniors Care Strategy. Work on the strategy continues. In 2010, construction began on a 100 unit long-term care facility in the city of Saskatoon. This innovative pilot project with the Catholic Health Ministry of Saskatchewan, through the non-profit corporation known as Amicus Health Care Inc., will explore alternate funding arrangement and program concept. This initiative is in response to the promise in the 2009 Throne Speech to pursue innovative funding models to address the shortage of long-term care beds through partnerships with reputable third party agencies. Expansion of Emergency Medical Services In the 2010 Speech from the Throne, and the 2010 Health mandate letter, Government committed to plan for a significant expansion of emergency medical services in cooperation with the STARS (Shock Trauma Air Rescue Service) program in Alberta. This helicopterbased system will supplement existing air ambulance and ground ambulance services. Planning continued for an April 2011 announcement with service to begin in Primary Health Care Primary Health Care (PHC) Re-Design has been identified as a major initiative from the Patient First Review. A key priority for the Ministry is to transform and strengthen primary health care services across the province by researching and developing a new approach to the delivery of primary healthcare services to achieve the Triple Aim: achieving improvements in patient experience, cost and population health. To inform this work a patient experience survey was undertaken in A survey of regional directors 12

15 Progress in of primary health care, an evaluation of pharmacist services related to primary care teams, and consultations in September 2010 with health system and community stakeholders were completed. A core team and three working groups were established and the drafting of a high-level framework began. The framework is being developed. New PHC initiatives in included the establishment of PHC teams in Bengough/ Radville and Nipawin. As part of a PHC pilot project, pharmacists have been engaged as funded members of 24 primary health care teams. During a one-year period, more than 1,350 medication assessments were performed resulting in approximately 1,400 medication change recommendations. Services for Individuals with Autism Spectrum Disorders and Fetal Alcohol Spectrum Disorder The Framework and Action Plan for Autism Spectrum Disorders Services in Saskatchewan was launched in , and in Ministry investment of $2.5 million supported three-year pilot projects enhancing frontline therapy and respite services for individuals with Autism Spectrum Disorder (ASD) throughout Saskatchewan ( Budget): $1.1 million in annualized funding was allocated to the Regina Qu Appelle Health Region to provide ASD services to southern Saskatchewan; $1.3 million in annualized funding was allocated to the Saskatoon Health Region to provide ASD services to central and northern Saskatchewan; $100,000 was provided to support the development of a post-secondary certificate program in the area of Autism Spectrum Disorders; and, In January 2011, an Autism Spectrum Disorders Intervention Training Program (ASDITP) pilot was initiated to support ASD consultants and support workers in Saskatchewan. As part of Government s children and youth agenda in , the Ministry of Health led a cross-ministerial committee to focus on the development of enhanced ASD and Fetal Alcohol Spectrum Disorders (FASD) strategies. Broad public engagement sessions were conducted throughout Saskatchewan and two provincial reference group meetings were held. Many opportunities for improving services and supports were identified, and will be used to inform the development of comprehensive ASD and FASD strategies. Midwifery Midwifery services expanded throughout the province. The Cypress Health Region began offering publicly funded midwifery services in Swift Current in June 2010 and the Regina Qu Appelle Health Region initiated midwifery services in Regina during January The Saskatoon Health Region has been offering services since January Regulated Saskatchewan midwives were involved in the delivery of more than 350 babies in Integrated Stroke Strategy Pilot Project The Ministry provided annualized funding of $945,000 for an Integrated Stroke Strategy Pilot Project in Sunrise Health Region. This pilot is a partnership with Sunrise Health Region and the Heart and Stroke Foundation of Saskatchewan. Based out of Yorkton Regional Hospital, the pilot has focused on secondary stroke prevention and rehabilitation. An evaluation process for the pilot is underway, with an interim report scheduled for 2011 and a final report in early Revitalization of the Kidney Transplant Program In the budget announced in March 2011, the Government provided increased funding of $2.0 million for the revitalization of the Kidney Transplant Program. The funding will be used to: support the recruitment of transplant surgeons so kidney transplant 13

16 Progress in services in Saskatoon can resume; through the Kidney Foundation, provide a program for reimbursement of expenses for living donors; and improve and enhance organ donation in the province. Multiple Sclerosis Liberation Clinical Trials In October 2010, Government announced $5 million to fund clinical trials for the Multiple Sclerosis (MS) liberation procedure. Strategy Continuously improve health care safety in partnership with patients and families. Results Quality and Safety Health regions and the Saskatchewan Cancer Agency were asked to develop and implement plans for ensuring that they are in compliance with Canadian Standards Association (CSA) and Accreditation Canada standards for infection prevention and control. These standards cover areas such as hand hygiene, sterilization of medical devices, and infection control during construction and renovation. The Ministry purchased online access to relevant CSA standards for the province. Work began to implement a formal medication reconciliation (MedRec) program to prevent medication errors. Medication reconciliation is a process by which health care providers partner with patients and their families to ensure accurate and complete transfer of medication information at the interfaces of care. These critical points include admission and discharge from hospital, as well as changes in care setting, service, or level of care. MedRec has been conclusively shown to intercept drug errors before patients are harmed. It includes three basic steps: 1. Verification (collection of medication history); 2. Clarification (ensuring that the medications and doses are appropriate); and, 3. Documentation (changes to orders or reason for differences). The Ministry of Health established an advisory group with representation from all RHAs and the SCA to work with regions to implement medication reconciliation across the health system. In , all RHAs submitted a plan for implementing medication reconciliation. Strategy Improve population health through health promotion, protection, and prevention of injuries and disease. Results Healthy Communities Framework The Ministry of Health established a steering committee with representatives from the Ministries of Health, Education, Social Services, the Saskatoon Health Region and Health Canada to develop a healthy communities framework. The framework provides overall direction on addressing current healthy living priorities including healthy weights, tobacco use, children s oral health and school health, and allows for additional new priorities to be introduced over time. A research team from the University of Saskatchewan wrote a background paper exploring the conditions that support healthy weights, the root causes of unhealthy weights, and suggested approaches appropriate for Saskatchewan. Initial stakeholder consultations occurred in February and March to inform the research paper and recommendations for a framework. Reducing Falls The Ministry of Health partnered with the Canadian Patient Safety Institute, Safer Healthcare Now! and the Saskatchewan Health Quality Council in March 2011 to deliver a Saskatchewan Falls Collaborative: Reducing Falls, Reducing Harm in Long-Term Care and Home Care for A detailed work plan for a falls injury 14

17 Progress in prevention initiative has been prepared. Discussions continue with key stakeholders. An analysis of existing injuries has been conducted by the Ministry of Health epidemiology staff. Improving the Oral and Physical Health of Children The development of a strategy to reduce dental decay and improve oral health of children through prevention and education began in , in collaboration with various provincial partners. The Ministry of Health undertook to develop key actions that will support good nutritional habits and oral hygiene practices for children at-risk of severe tooth decay. Development of educational tools for front-line providers is under way. In , the Ministry of Health continued to work with the Ministry of Education and other partners using the Comprehensive School Health Framework to address physical activity, healthy eating and tobacco use within the school setting. Tobacco Strategy The development of the Tobacco Strategy, Building a Healthier Saskatchewan: a strategy to reduce tobacco use; and Action Plan, was completed. The strategy document was developed with stakeholder consultation and was released to stakeholders and posted on the Ministry of Health website on October 25, Stakeholders are involved in the implementation of the plan and working groups are engaged in moving the strategy forward. The priority areas are: increasing public awareness; targeting youth; engaging community; strengthening legislation; and enhancing cessation activities. First Nations and Métis participation is important and is intended to be integrated across the action plan. An external evaluation of the effectiveness of the strategy is currently under way. The work to strengthen the tobacco legislation has been a function of the Ministry of Health through consultations with those provincial stakeholders who are most affected by the legislative measures (e.g. retailers and schools). Regulations and enforcement procedures to support the amendments to The Tobacco Control Act are in place. Amendments to the act were proclaimed in stages on August 15, 2010, October 1, 2010 and April 1, Supports have been developed and distributed to enforcement officers and others affected by the legislation to ensure compliance. This includes signage, public awareness campaigns, and tobacco enforcement officer training. For more information on the Tobacco Control Strategy, see page 68 of the Budget Summary available at Preparations Against Future Disease The Ministry of Health continues to work with health regions, local authorities, other Government ministries, and First Nations and Métis leaders to ensure the province is prepared for a future disease or pandemic outbreak. One of the goals is to achieve high immunization rates to mitigate future preventable disease. Provincial immunization rates for two-year-old children registered in the Saskatchewan Immunization Management System (SIMS) for health regions varies between 65 per cent and 88 per cent with the exception of a few northern partners. $2.4 million in additional funding in provided for the increased costs of vaccines for the infant and preschool and seasonal influenza immunization programs. ( Budget) 867,726 immunizations were given to Saskatchewan residents between April 1, 2010 and March 31, Disease Surveillance The Ministry continues to improve disease surveillance and information sharing. Development of an electronic tool called Panorama in association with ehealth Saskatchewan continues. Panorama was designed to manage public health concerns such as severe acute respiratory syndrome (SARS) and pandemic influenza, both within and across provinces. It supports 15

18 Progress in the daily operational needs of population health management related to immunization, communicable disease investigations and outbreaks, inventory management and family health. Strategy Collaborate with communities, other ministries, and different levels of Governments to close the gap in health disparities. Results Meeting the Needs of Aboriginal People The Ministry continued to implement Saskatchewan s plan under the Aboriginal Health Transition Fund (AHTF) to better adapt provincially-delivered services to meet the needs of Aboriginal people. With the AHTF expiring March 31, 2011, most of the year was spent on knowledge translation, project wrapup, reporting and evaluation. In June 2010, the Ministry of Health along with Health Canada, First Nations and Inuit Health - Saskatchewan Region, hosted a conference entitled Sharing of Wisdom Keepers: Translating the AHTF Experience to provide an opportunity for project coordinators, sponsors and individuals from across the province to learn more about the projects and share best practices, successes and opportunities for change. A video that featured three of the AHTF projects was produced. In February and March 2010, the Ministry of Health hosted two events to offer education and information that promoted better understanding of First Nations and Métis health, organizational structures, history, and traditional practices. Understanding First Nations and Métis History and Health was a two day satellite training event broadcast across various sites throughout the province with live and videotaped presentations from organizations such as Office of the Treaty Commissioner, Federation of Saskatchewan Indian Nations, Métis Nation - Saskatchewan, Health Canada and the Public Health Agency of Canada. Bridging Cultures, Sharing Knowledge was a one day workshop held on three different days. It provided participants with an opportunity to learn from people that have knowledge of western and traditional First Nations medicine who are working together toward the common goal of improved health and wellness. Formal partnerships and relationships with organizations such as the Federation of Saskatchewan Indian Nations (FSIN) and the Métis Nation-Saskatchewan (MN-S) continue to be strengthened. The Memorandum of Understanding (MOU) on First Nations Health and Well-Being was signed in 2008 by the Governments of Canada, Saskatchewan and the FSIN with a primary purpose to collaboratively address First Nations health issues and eliminate disparities in health status between First Nations and other Saskatchewan residents. The parties are working on completing a First Nations Health and Wellness Plan, and determining action items in priority areas identified collaboratively by the parties. The Ministry of Health supported MN-S with some capacity funding, and had regular meetings with MN-S officials, as MN-S worked towards completing the work identified in two projects funded by the AHTF. The Ministry of Health was a partner in those projects. These meaningful relationships improve communication and help to inform provincial health programs on ways to better meet the needs of First Nations and Métis people. HIV Strategy The Saskatchewan HIV Strategy received approval in December The Strategy was developed through extensive consultation with a variety of stakeholders: health regions, First Nations and Métis Governments, community-based organizations, and other non-health sectors such as Municipal Governments. The Strategy s main goals are to prevent the transmission of HIV and to improve the quality of life for people who are HIV-positive. Activities focus on four key areas: community engagement and education; prevention and harm reduction; clinical management; and surveillance and research. 16

19 Progress in Implementation of the Strategy began in with a number of initiatives including the allocation of frontline positions to RHAs and the Westside Community Clinic in Saskatoon, and staffing an HIV Provincial Leadership Team to oversee strategy implementation. Point-of-care testing was piloted in January 2010 and is being evaluated in preparation for further expansion province-wide. An evaluation framework for the HIV Strategy has been developed and is nearing finalization. Additional implementation activities and initiatives are currently being identified and undertaken as the strategy implementation proceeds. Addictions Treatment With a goal of 100 new addiction treatment beds, the Ministry continues its work to enhance addiction treatment bed capacity in the province. With the addition of the beds below, and other beds already added or soon to be added, there will be 103 new additional and replacement beds by (Mandate Letter) In April 2010 renovations were completed at Calder Centre in Saskatoon to better accommodate the 12 existing youth treatment beds and six youth stabilization beds that have been located within the facility. Prince Albert Grand Council, in partnership with the Ministry and the Prince Albert Parkland Health Region (PAPHR) is constructing a 15-bed youth inpatient alcohol and drug abuse treatment facility near the Victoria Hospital in Prince Albert. Construction is expected to be complete in fall The Ministry continues to work with PAPHR on a proposal for a provincial family treatment centre that will accommodate eight families, primarily women with young children. The Ministry provided capital funding for the development of a 45-bed integrated brief and social detox facility in Regina. Of these, 25 social detox beds and 20 brief detox beds became operational in April Although Government is not moving forward with an independent addictions agency, the Government supports the general direction set out by the Minister s appointed Addictions Advisory Committee and believes that many of the committee s recommendations can be achieved by the Ministry of Health, health regions and stakeholders working together more effectively. The Ministry is currently working on a plan to deliver a stronger and more seamless continuum of addiction services, including: A provincial focus with integrated mental health and addiction services delivered regionally; Provision of a stronger, more seamless continuum of care that is client- and familycentered; Efficient and effective program delivery with more predictable outcomes; and, Enhanced performance monitoring and program evaluation, and workforce development. Strategy Improve efficiency and effectiveness of the Ministry s programs and services to demonstrate and achieve system-wide performance improvement. Results Lean Since the introduction of Lean in the Ministry of Health in 2008, the Ministry has seen a culture of continuous improvement emerge. Most of the Ministry s Lean teams that began in 2008 are sustaining their initial improvements and continue to work towards further improvement. For example, staff working on the medical claims Lean team 17

20 Progress in have continued the Lean process that resulted in the elimination of a backlog of 2,200 outof-canada medical expense claims and the removal of 49 days required to process a claim in Staff in the Saskatchewan Disease Control Laboratory continue their efforts to ensure a right-sized inventory of supplies is available on demand. By applying Lean principles to inventory management at the Lab, they ve reduced inventory costs from $706,000 in 2009 to $254,000 in Between April 1, 2010 and March 31, 2011, an additional eight Lean teams have been initiated in the Ministry of Health, bringing the total number of teams in the Ministry to 24. Lean teams are making improvements in a variety of service and policy areas: Capital planning - streamline the process for submission, selection, approval and implementation of RHA capital plans while integrating PFCC and Lean into the design of major renovations or new facilities. Mental health - improve the flow of clients with complex needs through services and improve the overall quality and experience of care this population receives. Access to mental health and reduction of wait times - lack of timely access to mental health services was one of the key findings in the Patient First Review. Addictions wait times: improve access and quality of addiction services. Lack of timely access to services was one of the key findings in the Patient First Review. Special needs equipment program - Through a joint Ministry and Saskatchewan Abilities program, staff reduced the time it takes to process special needs equipment requisitions (e.g., wheel-chairs, lifts, support poles). This initiative has already significantly reduced the length of time patients wait to receive special needs medical equipment. Blood products / transfusion services (in collaboration with the Saskatoon Health Region and the Saskatchewan Cancer Agency) focused on inventory and utilization of blood and plasma protein products in our province. Streamlined inventory management and waste reduction strategies could offer significant cost savings and improved quality of service. Health system planning and reporting - apply Lean principles to the strategic planning and reporting process of the Ministry and our RHA partners with an aim to reducing re-work and lead time in the Strategic Planning and reporting processes while improving system alignment to deploy strategic priorities. Personal Care Homes Operational Review Process - The Ministry is working to make the current operational review process for personal care homes more efficient and effective to ensure that the residents needs are met in a safe and adequate way. In November 2010, the Vaccine Team from the Ministry received the Premier s Award for Excellence in the Public Service (Innovation category) for increasing the efficiency of procedures and savings for the province by improving vaccine ordering, storage and transportation across the province, resulting in savings of $1.2 million dollars in The Ministry also provides strategic direction and support to guide the implementation of Lean in the health system. All health regions and the SCA are implementing Lean and more than 90 teams are using Lean methods to improve health care and administrative processes across the health system. ( Budget) Releasing Time to Care Releasing Time to Care (RTC) is a quality improvement program designed to free caregivers time so they can spend more time with patients. It has helped improve patient and staff satisfaction, reduce staff injuries, and increase the amount of time nurses spend on direct patient care. With support from the Health Quality Council (HQC), 52 facility and hospital wards in Saskatchewan are implementing the program. A total of 18

21 Progress in ,100 inpatient beds are being served by the program as of March 31, Work continues to expand the implementation of RTC to all general medical and surgical units in regional and tertiary hospitals. The provincial target is for all medical and surgical acute care wards in regional and tertiary centers in the province to implement RTC by June At the end of , ninety-two per cent of the RTC target has been met. A provincial roll-out strategy has been developed by the HQC to ensure that the expansion of RTC will continue to meet targets. Shared Services The Shared Services Project is under the direction of the Council of CEOs. It is funded in part by the Ministry of Health, which has established strategic and operational directions for the project, and by significant in-kind contributions from the RHAs, the SCA, and SAHO. The Council of CEOs set forth the project s vision, goals, objectives, policy, scope and scale, and established a Shared Services Office of four FTEs to lead development of the new organization. Through the Shared Services Framework, Saskatchewan has partnered with Alberta and British Columbia to group purchase supplies for the health sector. To date over $10 million in savings have been achieved through group purchasing of approximated 25 per cent or health sector supplies. Historically, Regional Health Authorities (RHAs) and the Saskatchewan Cancer Agency (SCA) have overseen most of their own administrative and support services. Today they are working together to design a new means of sharing these services. This project is part of Saskatchewan s move to a more patient-centered health system. The Commissioner of the Patient First Review recommended shared services as a way to achieve greater value for Saskatchewan patients and taxpayers. The shared services approach seeks to achieve both the customer service orientation of a decentralized administrative model and the effectiveness and efficiency of a centralized model. Shared services are not new to the Saskatchewan health sector. Health regions, their affiliates, and the SCA have been sharing payroll, benefits, purchasing, and some human resource and workplace health and safety functions for a number of years through the Saskatchewan Association of Health Organizations (SAHO), or on a collaborative basis. Strategy Work together to create safe, supportive, and quality workplaces. Results Absentee Management Work continues to reduce absenteeism (sick leave, wage-driven premium hours, losttime Workers Compensation Board (WCB) claims, and lost-time WCB days) through improvements to workplace safety, attendance support, and staff scheduling processes, as well as setting regional targets for each area. See pages 28 and 29 of this annual report for more details. Representative Workforce Strategy The health regions and the Ministry have ongoing partnerships with First Nations and Métis communities and organizations to effectively attract, recruit, and promote First Nations and Métis employment and participation in RHAs. Health regions have responded well to the need for, and creation of, health region board approved Representative Workforce Strategies. 19

22 Progress in Strategy Develop a highly skilled, professional, and diverse workforce with a sufficient number and mix of service providers. Results 10-year Health Human Resource Plan A 10-year Health Human Resource Plan for the province that builds on the recommendations of the Patient First Review is nearing completion. The plan is being developed with stakeholders and provides a common vision, goals and broad framework to help inform our health human resource strategies, policies, programs and priorities. It will contain information about the Saskatchewan Cancer Agency s and regional health authorities current health workforce and some of the challenges and issues impacting the workforce. The plan includes a predicted forecast as to the number of more than 20 different health professionals required to maintain the current level of services and delivery model over the next 10 years. It provides the province and the health regions with a future vision as to how we want our health workforce to look and act in the future. More Nurses In an effort to help stabilize the nursing workforce, the Saskatchewan Union of Nurses (SUN) and Government signed a partnership agreement. The Saskatchewan Union of Nurses (SUN)-Government Partnership agreed upon a provincial baseline of 5,727 FTEs. This number is based upon the straight time hours worked by SUN members in Straight time hours are hours when staff are not being paid a premium or overtime rate. Collectively, the regions have surpassed the provincial target of 800 additional nurses working in the health system. SAHO payroll data indicates that there were 823 more fulltime nurses in than in More Physician Training Seats An investment of $6.6 million was provided in to continue medical education system enhancements including physician training seat expansion. ( Budget) In , the Ministry added 12 postgraduate seats to meet Government s commitment to fund 60 additional residency seats, creating 120 residency seats in total. ( Budget) More Physician Training Opportunities Within Saskatchewan To expose medical students and residents to rural health care employment opportunities, the College of Medicine at the University of Saskatchewan began a model of distributive medical education (DME) to provide training opportunities within Saskatchewan, but outside of Saskatoon. Development and implementation of the DME will continue into In the first year, training seats were opened in these locations: Regina (15 in family medicine, one in general surgery, two in obstetrics/gynaecology, and two in psychiatry); Prince Albert (five in family medicine); and Swift Current (four in family medicine). The next intake of medical residents will occur in July The Physician Recruitment Agency of Saskatchewan $1.5 million in funding was allocated in for the Physician Recruitment Agency of Saskatchewan (established in December 2009) to act as a one-stop point of contact for physicians seeking to set up practice in Saskatchewan. ( Budget) The agency is fully operational and is working on a number of initiatives to create the foundation for recruiting and retaining physicians. Saskatchewan International Physician Practice Assessment A Saskatchewan-based assessment process was piloted in January It assesses International Medical Graduate (IMG) general practitioners for entry into practice (Speech from the Throne 2010). The Saskatchewan International Physician Practice Assessment (SIPPA) will use a number of tools to measure physicians skills and knowledge. 20